By Stanislav Alexeyev
Managing Partner, TRANSEARCH Russia
Human nature is restless. How many times have you questioned a recent purchase or even suffered from so-called buyers remorse?
This is a natural occurrence and it more often than not happens to you in a professional capacity, for example: you join a company as a new addition to the executive team, but at the same time continue to consider offers from other companies.
Research has shown that very few new joiners are completely confident in their choice. It is such an important decision that many continue to study the market, hoping to confirm or deny the correctness of the decision made. It might be that they are confident in their choice and find the new company completely suitable, but they find that executive search consultants and companies are still approaching them. This is particularly the case if they were not a passive candidate, but were actively looking for a new challenge.
It is also true that the more interesting the opportunity the greater the likelihood that executives might be tempted to at least attend an exploratory conversation. The latter scenario is not unusual in itself, but when an executive continues to remain unconvinced that their new position is suited to them we have to consider how we could have addressed this situation before he/she actually joined. There is also the possibility however that some candidates choose a position with the knowledge that it is unsuited to them. The last possibility is that after joining a candidate realises that the company culture just does not suit them or that the reality of the role is not how it was described.
Whatever the candidate's motivation might be the cost of unsuitable hires is quite substantial not to mention damaging for the executive in question.
In the light of the above the role of the Talent Manager and the executive search consultant, remains important in the hiring process. It is their responsibility to accurately manage the candidate's expectations and to determine his/her motivation at the interview phases. Once the candidate is onboard however a keen interest in their adjustment should be a priority - this could take the form of a formal induction programme, but it could also be a coach that familiarises the candidate with the ins and outs of the company.
As TRANSEARCH consultants we take pride in our commitment to the integration of the candidate and keep in regular contact with both parties in the first six months of employment. As a third party we are often able to act as mentors and external HR-experts, listening to claims and fears of candidates while understanding the needs and requirements of the client.